Vijay Kumar Sodadasi

Asst.Professor –HR&OB
GIM GITAM University
www.gitam.edu
What is motivation?
The word “Motivation” has been derived from a Latin
word “movere” meaning “to move”.
It is the willingness of an individual to respond
to organizational requirements.
Its defines as “ a general term applying to the
entire class of drives, desires, needs wishes &
similar forces that induce an individual or a
group of people at work.”
It can also be defined as “a willingness to
expend energy to achieve a goal or a reward.
It is a force that activates dormant energies &
sets in motion the action of people. It is the
function that kindles a burning passion for
action among the human beings of an
organization
What is motivation?
It is a process which starts with a
physiological or psychological deficiency or
need that activates or a drive that is
aimed at a goal or incentive.

Needs: are created when there is a

deprivation or deficiency. Here, a
physiological or psychological imbalance
exists.
Drives or motives: Drives are deficiencies with
direction. They are action oriented & provide a
thrust towards achieving an incentive or goal.

Incentive or goal: Attaining an incentive will

restore the balance. After achieving the goal,
needs & drives will be reduced.
Nature / characteristics of
motivation
1. Unending process: human wants keep changing &
increasing.
2. A psychological concept: deals with the human
mind.
3. Whole individual is motivated: as it is based on
psychology of the individual.
4. Motivation may be financial or non-financial:
Financial includes increasing wages, allowance,
bonus, perquisites etc.
Nature / characteristics of
motivation
5. Motivation can be positive or negative: positive
motivation means use of incentives - financial or
non-financial. E.g.. confirmation, pay rise, praise
etc. Negative motivation means emphasizing
penalties. It is based on force of fear. E.g..
demotion, termination.
6. motivation & job satisfaction are different.
Motivation is goal-oriented behavior. Job
satisfaction is the outcome of job performance.
 Self-
actualization
Esteem

Social

Safety

Physiological
Maslow’s Hierarchy of
Needs
Physiological
Includes hunger, thirst, shelter and other
bodily needs
Safety
Includes security and protection from
physical and emotional harm
Social
Includes affection, belongingness,
acceptance, and friendship
Maslow’s Hierarchy of
Needs
Esteem
Includes internal esteem factors such as self-
respect, autonomy, and achievement; and
external esteem factors such as status,
recognition, and attention
Self-actualization
The drive to become what one is capable of
becoming; includes growth, achieving one’s
potential, and self-fulfillment
Herzberg’s Motivation-
Hygiene Theory
Motivators - the sources of satisfaction
Intrinsic factors; content of work
 Achievement
 Recognition

 Challenging, varied or interesting work

 Responsibility

 Advancement
Herzberg’s Motivation-
Hygiene Theory
Hygiene factors - necessary, but not
sufficient, for healthy adjustment
Extrinsic factors; context of work
 Company policy and administration
 Unhappy relationship with employee's supervisor
 Poor interpersonal relations with one's peers
 Poor working conditions
Herzberg’s two-factor
theory
Hygiene Factors Motivational Factors
• Quality of supervision • Career Advancement
• Rate of pay • Personal growth
• Company policies
• Working conditions • Recognition
• Relations with others • Responsibility
• Job security • Achievement

High Job Dissatisfaction 0 Job Satisfaction High

Theories of Work
Motivation
Douglas Mc Gregory's X & Y theory:
Theory X :
This theory assumes that most people prefer
to be directed, are not interested in
assuming responsibility & want safety
above all.

Accompanying this philosophy is the belief

that work is inherently distasteful to most
people & people are motivated by money &
the threat of punishment.
Theories of Work
Motivation
Managers who accept Theory X assumptions,
attempt to structure, control & closely
supervise their subordinates.

Theory Y:
This theory assumes that people are not lazy &
unreliable by nature . Man can be self-directed
& creative at work, if properly motivated.
Theories of Work
Motivation
Managers who accept this theory, attempt to
help their employees mature, by exposing
them to progressively less control, allowing
them to assume more self-control.

Employees are able to achieve the satisfaction

of social esteem & self-actualization needs
with this kind of environment.
Theories of Work
Motivation
Theory X Theory Y
1. Workers dislike to1. Workers feel that
work by themselves. work is as natural as
play.
2. Workers are not2. Workers are ready to
ready to acceptaccept responsibility if
responsibility. proper motivation is
available to them.
3. Workers prefer to be3. Workers are directed
directed by others. by themselves.
Theories of Work
Motivation
Theory X Theory Y
4. Workers are not4. Workers are
ambitious. ambitious.
5. Workers by nature5. Workers are ready to
resist change & wantcope up with changes.
security.
6. Workers lack6. Workers have a high
creativity & fail to solvedegree of creativity &
organizational succeed in solving
problems. organizational
problems.
Theories of Work
Motivation
Theory X Theory Y
7. Focus is on the lower7. Focus is on both the
level needs of workerslower level needs &
i.e. physiological &higher level needs of
safety workers i.e. social,
esteem & self-
actualization.
8. Strict control is8. Workers exercise self-
necessary to achievecontrol & self-direction
organizational to achieve
objectives. organizational
objectives.
Theories of Work
Motivation
Theory X Theory Y
9. Authority is not9. Authority is
delegated. delegated.
10. Autocratic10. Democratic
leadership is followed. leadership is followed.
summary
 Maslow: Argues that lower-order needs must be satisfied
before one progresses to higher-order needs.
 Herzberg: Hygiene factors must be met if person is not to
be dissatisfied. They will not lead to satisfaction,
however. Motivators lead to satisfaction.
 Maslow: Enjoys wide recognition among practising
managers. Most managers are familiar with it.
 Herzberg: The popularity of giving workers greater
responsibility for planning and controlling their work
can be attributed to his findings. Shows that more
than one need may operate at the same time.
***